The Fearless Organization - Deepstash
The Fearless Organisation: Creating Psychological Safety At The Workplace

Amy Edmondson is a management professor at Harvard Business School and has done a tremendous amount of work in the area of psychological safety.

In her Tedx Talk, she describes psychologica...

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An overlooked factor at an organization: The climate of psychological safety

The Fearless Organization

The Fearless Organization

by Amy C. Edmondson

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Most companies do not pay adequate attention to the need for psychological safety to help people cope with the uncertainty and anxiety of organizational change. Psychological safety at any company ...

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Company strategy can be viewed as a hypothesis, to be tested continuously, rather than a plan. 

Organisational learning – championed by company leaders but enacted by everyone – requires acti...

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Being able to say that you don’t know and driving participation through inquiry are two strong tenets of psychological safety. Edmondson shares some rules of thumb for asking a good question: One, ...

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Working in a psychologically safe environment doesn’t mean that people always agree with one another for the sake of being nice. It also doesn’t mean that people offer unequivocal praise or uncondi...

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Psychological safety isn’t about personalities and refers to the work climate, and climate affects people with different personality traits in roughly similar ways. In a psychologically safe climat...

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Although trust and psychological safety have much in common, they aren’t interchangeable concepts. A key difference is that psychological safety is experienced at a group level. Further, psychologi...

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Psychological safety is not an “anything goes” environment where people aren’t expected to adhere to high standards or meet deadlines. It isn’t about becoming “comfortable” at work. Psychological s...

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An appropriate, empathetic and powerful question has the following attributes:

  • Generates curiosity in the listener
  • Stimulates reflective conversation
  • Is thought-provoking...

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What the leader needs to do for setting up the stage:

  • Frame the work – Set expectations about failure, and interdependence to clarify the need for voice
  • ...

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What a leader needs to do to invite participation:

  • Demonstrate situational humility – Acknowledge gaps
  • Practice inquiry – Ask good questions and...

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What a leader needs to do to garner productive response:

  • Express appreciation – Listen, acknowledge and thank
  • Destigmatize failure – Look forwar...

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